The Shift Toward Canterbury: What’s Behind the Move

Published 29 January 2026 | 4 min read

Canterbury continues to attract growing interest from jobseekers in Auckland and Wellington, with EQ Consultants seeing a steady rise in applications from people looking to relocate for work, lifestyle, and affordability. Christchurch’s balance of opportunity and liveability remains a strong drawcard.

While economists suggest a stronger labour market is still needed to unlock full economic recovery, the region is showing clear signs of stabilisation.

“We’re seeing increased interest from out-of-town candidates across a wide range of roles,” says Steve Kennedy, Managing Director of EQ Consultants. “That includes everything from entry-level administration and warehouse roles through to senior management and specialist positions.”

This activity reflects a broader shift underway in the market.

As confidence returns, retention risk is rising.

“As economic conditions begin to stabilise, people start to feel more confident about moving,” Steve says. “Even with more candidates in the market, employers are still feeling the impact when strong performers leave. Replacement costs, lost knowledge, and productivity dips are very real.”

For many candidates relocating to Canterbury, flexibility is playing an important role.

“People are increasingly open to contract or temporary roles as a way to make the move work,” Steve says. “That flexibility benefits both sides. Candidates can establish themselves in the region, and employers can access capability they may not otherwise find locally.”

At the same time, employers are becoming more deliberate in how they hire.

Skills shortages persist, making capability planning a strategic priority.

“We’re seeing the strongest demand in skilled, specialist, and leadership roles,” Steve says. “That’s pushing organisations to think beyond short-term hiring and focus more on building internal capability, succession, and depth.”

Market data supports this picture, with job advertising showing improvement rather than rapid growth.

“This feels like stabilisation rather than acceleration,” Steve says. “But stabilisation matters. It’s what allows businesses to plan, invest, and hire with more confidence.”

“While skilled and specialist roles are picking up, semi-skilled and unskilled jobseekers can still find the market challenging,” Steve says. “Competition remains high, and employers are tightening expectations.”

Performance expectations are tightening as organisations look to do more with less.

“Employers are under pressure to lift productivity,” Steve says. “That’s leading to clearer performance measures, sharper role expectations, and more scrutiny on return on investment when it comes to people decisions.”

Steve continues to encourage jobseekers to stay proactive.

“Upskilling, adaptability, and being open to evolving roles are becoming increasingly important, particularly as technology and automation reshape the workforce,” he says. “Those who invest in their capability will be best placed as the market continues to shift.”

What This Means for 2026

Looking ahead, the trends emerging in Canterbury are likely to become more pronounced in 2026.

“As confidence continues to return, retention pressure will increase,” Steve says. “Organisations that assume people will stay put may be caught off guard as movement picks up.”

Success in 2026 will rely less on simply filling roles and more on how effectively organisations plan for capability.

“Skills shortages aren’t going away,” Steve says. “The organisations that do best will be those investing early in internal development, succession planning, and flexible workforce models, rather than relying solely on the external market.”

Productivity will remain firmly in focus.

“With economic growth expected to be modest, employers will be looking to get more from their workforce,” Steve says. “That means clearer alignment between roles and outcomes, stronger leadership capability, and smarter use of technology to support performance.”

Steve believes Canterbury is well positioned, but only for those willing or are adapting.

“2026 will favour organisations that are intentional about how they attract, retain, and develop talent,” he says. “Those that move early will be in a much stronger position as conditions continue to evolve.”

A Note from EQ Consultants

At EQ Consultants, we work closely with organisations across New Zealand to help them navigate shifting labour markets, build capability, and plan confidently for the future. Whether you’re thinking about workforce planning, retention strategies, or accessing hard-to-find talent, we’re here to support the conversation.

Written by

Jenny Barr
Senior Consultant